2019
ANNUAL REPORT Contents
Message from the Chairperson of the Management Board 1
Message from the Chief Executive Officer 2
Who is Badisa? 4
Strategic Management and Corporate Governance 5
List of Badisa Programmes 8
Innovative Human Resource Management 9
Opportunities for young, unemployed people 11
Service Delivery: Older Persons 13
Service Delivery: Persons with Disabilities 15
Service Delivery: Substance Use 17
Service Delivery: Early Childhood Development 20
Service Delivery to Children and Families: Child Protection 24
Statistics of Service Delivery for 2018/19 32
Communication, Marketing and Fundraising 33
Goeie Hoop Housing Company 36
Financial Report 37 MESSAGE FROM THE CHAIRPERSON OF THE MANAGEMENT BOARD
We are sitting around the table with hundreds of puzzle pieces in front of us. We start by building the outer frame. It is difficult because we do not know what the picture looks like. Neither do we know if we have all the pieces. Join us in building puzzles of This is the story of Badisa and all its programmes. There is an excitement care and hope because, together, we are building something beautiful, something that can become even more beautiful. Each builder’s input is important. Each Badisa is the puzzle builder of the churches’ puzzle piece is important, just like compassionate service. We are building a new picture each member of the Badisa family. despite huge challenges. We know that we want to build a Thank you to my fellow Management Board members beautiful picture. So we become for your time and commitment. You are an incredible still and ask the Lord what the team. Thank you to our CEO, Ms Christine Quickfall, who picture should look like. In God’s is helping us to see the bigger picture. Thank you also time, a picture starts to take shape, to each staff member of Badisa. Each one is part of the a picture of people smiling because puzzle that forms the Badisa picture. they have hope and they are experiencing support, love and care. This annual report is a tribute to our gratitude for being At times, the people around the able to build a puzzle and to dream about building puzzle table become despondent many more such puzzles. Badisa will have to deal with as they struggle to find the fitting significant challenges during the year ahead. Plans are puzzle pieces (money). They being made, but we also realise our dependence on God. struggle to understand the rules Thank you to each one helping to build Badisa’s puzzles. (legislation and administration), but May Badisa go from strength to strength to the benefit they keep on building because the of those in need. people in the puzzle picture (clients / friends) are important to them. Rev Charl van Rensburg
1 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER
This is what we have focused on during the past year: • We strengthened our governance, leadership and impact, recognising that good governance practices are essential for the levels of innovation and creativity we need. • We consolidated the Badisa group by systematically and progressively building social capital networks between all our programmes, and by engaging the will to willingly become part of what we believe in. • We have realised that the rapidly changing profile of older persons will, within the next 15 years, demand a significant change to the type and extent of services we are able to offer. With services to older persons This was an inspiring being one of our service delivery pillars, we hosted a though gruelling year, conference in October last year, which resulted in the asking the management formulation of an evolving and pioneering strategy. team to carefully balance We plan to conclude this strategy in 2019. the demands of a vibrant • As we strongly believe that sustainable change can only be achieved by investing in children, we have and dynamic operational merged our early childhood development services environment while with those offered by the church via Diaconia. Little systematically steering the Seeds (Watch us Grow) was officially launched during Badisa boat to an ideal the Dutch Reformed Cape Synod meeting in May 2019. With this, we aim to unlock valuable human and future. I often caught myself social capital within 520 congregations of the DRC wondering why we are and URC by uniquely combining the congregational doing what we are doing. diaconate and professional social services. And every time, the answer • The potential of powerful alliances dominated many remained unchanged: With discussions between Badisa and the church during the so many people in our past year. South Africa’s economic and fiscal outlook remains bleak, and this will significantly influence country trapped in a cycle of government’s ability to directly and indirectly impact vulnerability and poverty, we the enormous interventions required to address regard ourselves as called to poverty and inequality in a meaningful way. Great do so. I remain convinced that strides have already been made to identify our mutual intent within the National Development Plan, and to Badisa – with its experienced develop meaningful relationships with entities within and resourceful human the faith community, such as Hugenote College. capital, sound governance • Advancing human capital in Badisa is an investment systems, expanded footprint, that will return huge dividends. What’s more, it access to networks and its is regarded as a critical success factor. Our pilot reputation as a reliable and programme for leadership and management development, partnering with the School for Social quality service provider – is Innovation recently established at Hugenote College, able to further enhance its has now been included in our Human Resource impact and change lives. Strategy and will be rolled out during 2019.
2 | BADISA ANNUAL REPORT 2019 We reflect and improve on a continuous basis. This practice helps to enhance the quality of our programmes, deepen our learning and strengthen our growth. In the coming years, we plan to roll out long-term strategies for the remainder of our service delivery pillars, assess possibilities for a modernised organisational structure for the Badisa group, search for options to improve our management information system as a critical enabler to track impact and determine trends, and strengthen our risk management systems. When reading about our achievements in this annual report, I urge you to imagine the real meaning of the figures: the number of clients reached and the staff and volunteers (including the more than 900 members of our Management Board and Governing Boards) who have made this possible. It tells the story of the organisation’s impact and footprint, and it highlights the benevolent intent of people who want to make their work meaningful and invest in future generations. The dedication and hard work of staff and volunteers have helped Badisa to achieve its goals this year. Thank you for your continued association with us, and for sharing the same ethical and idealistic values. During this year, we had to say goodbye to Rudolf Bezuidenhout who suddenly passed away. He has been the manager of Durbanville Children’s Home for 10 years. Rudolf understood the soul of a child, and created a happy second home for hundreds of vulnerable children. Hamba kahle, dear Badisa friend! Brennan Manning said that, behind every form of work, lies the vocation to be a person fully and deeply human in Christ. May we remember this. May we find fulfilment and joy in the fellowship of serving together as an organisation, church, community and individuals. None of us can serve all the needs of people and communities around us on our own. Our humanity in Christ will keep this calling alive. Ms Christine Quickfall
Innovation distinguishes between a leader and a follower.
Steve Jobs
3 WHO IS BADISA?
Badisa is a faith-based social welfare Our vision organisation that provides professional social Christian compassion – we are a welfare services to people in need, irrespective neighbour of everyone in need. of their gender, race or religion. The organisation started as the welfare services of Our mission the Dutch Reformed Church (Western Cape) and the Uniting Reformed Church in Southern Badisa is a ministry of Africa (Cape), and has grown to provide these compassion for the Dutch services in partnership with stakeholders Reformed Church (Western Cape) and the Uniting such as the local and provincial government, Reformed Church (Cape), and is the corporate sector and other non-profit values-driven with Jesus Christ organisations. as role model. In collaboration with congregations and other Badisa is a values-driven organisation built on the four role players Badisa, as a non- pillars of its values, namely commitment to serve, justice, profit organisation: excellence and stewardship. The organisation provides • Provides excellent, social services to ALL in need, irrespective of their age, professional, expert and gender, race or religion. support services to people Badisa is a registered non-profit organisation (NPO 011- and communities in need 891) and a public benefit organisation (PBO 930 006 • Establishes development 348), and is committed to social development through programmes, striving to 146 community-based programmes in the Western, enable consumers/clients Northern and Eastern Cape. to function optimally.
4 | BADISA ANNUAL REPORT 2019 STRATEGIC MANAGEMENT AND CORPORATE GOVERNANCE
Agility is critical for an organisation like The new term of these boards Badisa to remain relevant, viable, financially commenced on 1 April 2018. We have launched a project to sustainable and risk sensitive. During this orientate new board members year, Badisa continued to enhance the change and to help them understand processes based on those initiated in 2013 their roles and responsibilities. (Programme Eagle). It is challenging for board members to follow a Our medium-term plan follows a two-pronged approach: structured training and support programme due to geographical distances Strengthen and innovate: Consolidate and focus the and the fact that they are Badisa group based on our collective vision for the volunteers with day jobs. future, strengthen good governance practices (and We are increasingly using manage risks) as a basis for innovation and creativity, technology to deal with these modernise processes and mechanisms, and implement a challenges. For example, we sustainable business model. have created a dedicated and secure web-based platform Collaborate and plan ahead: Develop an appropriate for board members to access organisational structure that purposefully drives our important information, collaboration with the church for enhanced impact, and we have developed a establish meaningful networks with partners in the faith customised training manual. community, and develop long-term strategic plans for two This will be enhanced during of our main service delivery pillars. the coming months with a 24-hour response facility enabling board members to Our approach to corporate governance is assessed raise critical issues. A quarterly and adjusted on a regular basis. In February this year newsletter from the CEO the Badisa Management Board completed a critical keeps Management Board assessment of the organisation’s performance against members updated on strategic the King IV Code for good practice. We have included developments. a number of critical projects emanating from these The Badisa structure sessions in the above-mentioned medium-term plan. The consists of the Members’ managerial environment in which we operate, and the Meeting, Management Board, way in which we are structured, remains dynamic, hence Management Programme the need to constantly strengthen management and (management team, middle leadership at all levels of the organisation. management and support Badisa uses a model of decentralised decision-making. staff) and the Governing The Members’ Meeting and Management Board make Boards of the Programmes. policy decisions while the implementation of these The Management Board policies and the management of local programmes is supported by various have been transferred to the Governing Boards. Badisa committees consisting of therefore strongly relies on the effective functioning and experts (the latter providing accountability practices of its boards. their services voluntarily).
5 MEMBERS’ MEETING MANAGEMENT BOARD MANAGEMENT PROGRAMME (as at 31 March 2019) (as at 31 March 2019)
Representatives from the Rev C van Rensburg (Chairperson) Management team DRC (Western Cape): Synodal Rev P October (Vice-chair) Ms CC Quickfall (CEO as from Commission for Services of Rev SA Esterhuizen 4 September 2018) Compassion Rev N Venter Ms T Alberts (Director: Human Rev N Venter (reverend in Synodal Rev GG Haupt Resources) Service) Rev WJ Greeff Ms A Bezuidenhout (Director: Rev D de Wet Rev C Kemp Marketing and Fundraising) Rev F Gerber Rev S Julies Ms H Malherbe (Director: Finances and Administration) Rev WJ Greeff Mr W Hugo Mr SG Malherbe Ms R van Zyl (Director: Social Rev C Kemp Services Programmes) Rev N Maletzki Dr WC van der Merwe Rev C van Rensburg Ms JL Zingu Managers: Social Services Rev H Burger Ms CC Quickfall (CEO as from 4 September 2018) Ms J Beukes Rev S Eloff Ms A Botha Ms T Bredenkamp Representatives from the URC Management Board Committees Ms R Engelbrecht (Cape): Synodal Commission for Audit and Risk Committee Ms A Hattingh Diaconal Services Mr A Gouws (Chairperson) Ms R Pretorius Prof E Calitz Rev S Esterhuizen Ms A Smith (reverend in Synodal Service) Mr H Jemane Ms M Viljoen Rev P October Ms H Malherbe (Director: Finances and Mr A Amerika (from 12 June 2018) Rev G Haupt Administration) Mr C Nolan (from 1 July 2018) Rev C Petersen Ms CC Quickfall (CEO as from Ms K Uys (from 18 July 2018) Rev X Mhobo 4 September 2018) Rev F Samson Financial Committee ECD coordinators Rev C Crowley Mr W Hugo (Chairperson) Ms Z Volschenk Rev D Myburgh Prof E Calitz Ms R Opperman (ECD social worker) Rev S Julies Mr O Vorster Ms E Hougaard (ECD manager from 21 Rev E Vaas Ms H Malherbe (Director: Finances January 2019) Rev K van Rensburg and Administration) Ms CC Quickfall (CEO as from 4 September 2018) Coordinators: Elderly and Regional representatives Disability Care Investment Committee Boland Region Ms S Bredell (resigned 30 April 2019) Adv C Franken (Chairperson) Rev C van Rensburg Mr W Volschenk Mr E Jeneker Mr A de Vries Ms C Klopper (from 1 December 2018) Mr G van der Merwe Mr W Terblanche (from 1 July 2019) Northern Cape Region Ms H Malherbe (Director: Finances Mr R van Wyk and Administration) Personnel: Support and Mr D du Plessis Ms CC Quickfall (CEO as from 4 September 2018) Administration Overberg Region Ms L du Toit (retired 31 January 2019) Asset Committee Rev C Kemp Ms R Killian Rev B Minnaar (Chairperson) Mr JJ van Vuuren Ms L Majiedt Mr M Wethmar (Secretary) Ms M van Rhyn Peninsula Region Ms H Malherbe (Director: Finances Dr E Lombard and Administration) Ms J Abrahams Mr H Pieters Ms CC Quickfall (CEO as from Ms L Rauch 4 September 2018) Ms B Louw (from 1 August 2018) Karoo Region Ms N Alers (from 1 December 2018) Me J Visagie Remuneration Committee Ms C Jacobs (from 1 February 2019) Vakature Rev C van Rensburg (Chairperson) Rev P October West Coast Region Mr W Hugo Rev L Prins Ms T Alberts (Director: Human Vakature Resources) Southern Cape Region Ms CC Quickfall (CEO as from Rev J November 4 September 2018) Mr J Jacobs Marketing and Fundraising Advisory Committee Expert members Mr W Hugo (Chairperson) Mr W Hugo Mr R de Lange Mr SG Malherbe Mr J Odendaal Dr WC Van der Merwe Mr E Jeneker Ms JL Zingu Ms E Brink Ms CC Quickfall (CEO as from Ms CC Quickfall (CEO as from 4 September 2018 4 September 2018) Ms A Vermeulen Ms A Bezuidenhout (Director: Marketing and Fundraising) Ms B Louw Ms C Blanche Ms E Hougaard Ms J Strauss Ms J Beukes Ms JL Zingu Ms W Collins
6 | BADISA ANNUAL REPORT 2019 Profile of the Governing Boards
The table below summarises the representation of Governing Board members of all the programmes as on 31 March 2019.
Programme Members W C B I M F DRC URC Other
Residential facilities: Older persons 379 287 84 8 0 226 153 249 58 72
Service centres 79 52 21 6 0 39 40 45 15 19
Social work programmes 252 115 134 3 0 126 126 105 95 52
Child and youth care centres 52 28 22 2 0 32 20 23 18 11
ECD daycare and aftercare centres 60 7 50 3 0 16 44 6 22 32
Centres for disabled persons 39 30 9 0 0 27 12 25 6 8
Centres for substance dependence 14 9 5 0 0 10 4 7 2 5
Magdalena Home counselling centre 10 9 1 0 0 2 8 6 1 3
Sponsoring bodies 16 14 2 0 0 11 5 10 2 4
Accommodation 17 14 3 0 0 12 5 13 1 3
TOTAL 918 565 331 22 0 501 417 489 220 209
Innovation is the ability to see change as an opportunity, not a threat.
Steve Jobs
7 LIST OF BADISA PROGRAMMES
Badisa Management Programme Pregnancy and adoption Sisonke Service Centre Badisa’s Management Programme Magdalena Home Counselling Centre Cederclan Service Centre provides management input, advice, Hartenbos Elderly Care Services: Service training, practice guidelines and control Residential facilities: Older Persons Centre services to Governing Boards, programme Albertinia Care Services: Home Hermanus Senior Centre managers and professional staff. It Huis Johannes, Beaufort West Fynbos Service Centre, Kleinmond empowers these role players to provide Herfsvreugde Tehuis, Bonnievale Service Centre Koue Bokkeveld efficient, relevant and cost-effective Vygieshof Tehuis, Calitzdorp services to people and communities in Kuils River Service Centre need. Huis PJ du Plessis Strauss, Ceres Macassar Service Centre Ons Huis Tehuis, Citrusdal Parow Senior Centre (and Hernus Kriel Social services programmes Huis Nuweland, Claremont Accommodation) ABBA Stellenbosch Huis Groeneweide, Darling DROOM Service Centre, Riversdal (closed Badisa Beaufort West Huis Mimosa, De Doorns on 31 March 2019) Badisa Trio: Bellville Huis Aristea, Durbanville Sonskyn Service Centre, Riviersonderend Badisa Bellville South Onse Rust Tehuis, Fraserburg Ruyterwacht Senior Centre Badisa Breede Valley Herberg-aan-See Tehuis, Gansbaai Percy Bilton Service Centre, Saron Badisa Caledon Huis JJ Watson, George Aan Oewer Service Centre, Velddrif Badisa Citrusdal Hartenbos Versorgingsoord: Home Wolseley Service Centre Badisa Clanwilliam Huis Zenobia Du Toit, Heidelberg Vredendal Service Centre Badisa Colesberg Huis Lettie Theron, Hermanus Centres for persons with disabilities Badisa George Loeriehof Tehuis vir Bejaardes, Knysna Alta Du Toit Aftercare, Bellville Badisa Family Care Services Knysna Huis Ravenzicht, Kraaifontein Eljada Aftercare, Oudtshoorn Badisa Heidelberg (closed on 30/062018) Huis de Kuilen, Kuils River Immanuel Centre for Persons with Badisa Koue Bokkeveld Huis Izak van Tonder, Ladismith Disabilities, Steinkopf Badisa Trio: Kraaifontein Huis Boesmanland, Loeriesfontein Innovation for the Blind, Worcester Badisa Kuils River Goue Aar Tehuis, Malmesbury Vrederus Annex, Villiersdorp Badisa Ladismith (closed on 30/062018) Huis Silwerjare, Middelburg (transferred to Riviersonderend Care Centre Badisa Matzi-Care, Vanrhynsdorp new NPO November 2018) Badisa Paarl Huis Zonnekus, Milnerton Sponsoring bodies Badisa Piketberg Huis Uitvlucht, Montagu Alta du Toit Development for the Alta du Badisa Porterville Huis Klippe Drift, Napier Toit School, Kuils River Badisa Prins Albert Huis Uitsig, Parow Jan Kriel Institute for the Jan Kriel School, Kuils River Badisa Riviersonderend Plumstead-Rusoord Badisa Saron Huis Lafras Moolman, Rawsonville Child and youth care centres Badisa Trio: Scottsdene DROOM (Huis Jan Lange and Ou Meule), Durbanville Children’s Home Badisa Peninsula Social Services, Riversdal Huis van Heerde, Moorreesburg Elsies River Overberg Tehuis, Riviersonderend Bright Lights, Pofadder (transferred to Badisa Stilbaai Huis Lückhoff, Rosebank new NPO 31 December 2018) Badisa Strand Huis EJ Appies, Steinkopf Die Herberg Children’s Home, Robertson Badisa Swellendam Stilbaai Elderly Care Steinthal Children’s Home, Tulbagh Badisa Tygerberg Huis Esperanza, Strand Huis Andrew Murray, Wellington Badisa Tulbagh Huis Pam Brink, Strand Daycare centres Badisa Villiersdorp Johenco Tehuis, Sutherland Badisa West Coast Huis AA Tomlinson, Swellendam Belindia Daycare Centre, Beaufort West Badisa Wellington Rogelim Monte Rosa, Cape Town Môresterretjies (Badisa Trio), Bellville Badisa Wolseley Huis Matzikama, Vanrhynsdorp Sonskyn-cum-Daycare Centre, Caledon Badisa Wynberg Vrederus Tehuis, Villiersdorp HM Beets, Ceres Social Services Gansbaai Huis Wittekruin, Vredenburg Kids Haven (Badisa Colesberg) Social Services Stanford Vredendal Tehuis, Vredendal Badisa Sandhills, De Doorns Social Services Hermanus Emmaneul Tehuis, Williston Klikbekkies, Eendekuil Riebeek Badisa (closed on 30/09/2018) Huis Mostertshoek, Wolseley Joey’s Babies, George Huis Andries Hamman, Worcester Sonskynvallei, Hartenbos Aftercare centres Trappies, Koue Bokkeveld Op die Berg Aftercare Centre, Koue Church’s overnight accommodation Carney’s Dagsorgsentrum, Malmesbury Bokkeveld Weltevrede Accommodation (previously Wiggel en Waggel, Riviersonderend Riviersonderend Aftercare Centre NG Kerk Oornaghuis), Bellville Saron Daycare Centre Ouma Lena se Huis, Stilbaai Hanna Hopkins Overnight House, Seesterretjies, Stilbaai Observatory DRC Weltevrede ASC, Badisa Tikkel Tokkel, Porterville Breede Valley Service centres for older persons Uit-en-Tuis, Goodwood Badisa Rawsonville Primary ASC Albertinia Care Services: Service Centre Malikhanya Daycare Centre, Wolseley Sandvoetjies, Strand Badisa Older Persons, Beaufort West Rehabilitation centres for substance Bellville Senior Centre dependence Bulletrap Service Centre for the Elderly Ramot Treatment Centre Tafelronde Herberg, Caledon Toevlug Rehabilitation Centre Ceres Service Centre
8 | BADISA ANNUAL REPORT 2019 INNOVATIVE HUMAN RESOURCE MANAGEMENT
Badisa’s main objective is to provide professional and skilled support and services to people and communities in need. This is done through development programmes aimed at helping clients to function optimally, and focused on care in a safe and friendly environment for children, persons with Communication forms the disabilities and older persons. This is made foundation of organisational visible through the work that our people are culture. The use of technology enables the organisation to send doing with care and compassion, every hour of key messages about values and every day. This is the Badisa family’s biggest processes to candidates already contribution to the society that we serve. during the recruitment process, and to confirm these messages through Innovation is essential for a non-profit organisation like a comprehensive orientation Badisa to survive. In human resource management this programme. The instant message calls for the implementation of new ideas, methods platform WhatsApp is widely and technological solutions to meet the ever-changing used by Badisa’s programmes as a requirements of the environment, and the needs of our management and coordinating tool clients and personnel. At the same time, we need to be to simplify team communication. cognisant of future needs and circumstances rather than This makes collaboration easier merely solving current issues. and allows for a cohesive unit to be created. As an organisation, Badisa realises that it needs to create a culture conducive to innovation. Staff Although this message service members must be encouraged to share their creativity, offers various benefits to groups, make suggestions and make themselves available management should take note for development. Hence, it becomes increasingly of its impact on staff members’ important to appoint people who have the potential to privacy. Governing Boards should be innovative. Governing Boards and managers regard therefore acquaint themselves with recruitment as a strategy. They are therefore encouraged Badisa’s communication policy, to use online recruitment via Badisa’s website, the Dutch which covers the handling and Reformed Church’s Vrydagnuus, and social media. regulation of external and internal communication. Six of Badisa’s programmes collaborate with training institutions to provide 55 students with an opportunity Badisa wants to make increasing to do the practical part of their training at some of the use of technology to support the organisation’s old-age homes. This, in turn, offered the Governing Boards with orientation, old-age homes the opportunity to assess the students’ development, planning and skills and potential. This led to eight students being the management of risks. The appointed in care-giving positions. Child and youth care organisation is currently creating centres also offer opportunities for students to complete a private password-protected area their practical training, which then allows these centres on Badisa’s website for use by the to recruit new talent. Governing Board members.
9 Training and development
Appropriate training and development programmes are structured around specific needs. During the past year, various workshops and training sessions were presented, as summarised in the table below.
Training, workshops and management groups for staff members and Governing Boards
Service delivery Managerial skills
Substance Dependence Consultation Group (14) Orientation of new managers/admin bookkeepers (20)
Children’s Act (225) Orientation of Governing Boards (252)
Mediation (10) Leadership and practical management during times of change (20)
Parenting training (38) Strategic Planning (8)
ECD Forums (23) Management groups (339)
Case work and assessment (28) Strategic Personnel Management (23)
ECD home project – training (29) Fundraising and Marketing (42)
ECD daycare centre – training (41)
Basic fire safety (24)
Nal’ibali training (14)
Admin training (West Coast/Boland) (19)
Profile of Badisa’s employees
The table below provides a summary of the programmes’ employees in 2019.
Number of staff Contract Programme members W C B I M F workers
Homes for older persons 1 925 270 1 521 126 8 154 1 771 403
Service centres for older persons 206 54 112 39 1 16 190 19
Social work programmes 292 64 202 25 1 28 264 0
Child and youth care centres 191 43 138 10 0 31 160 22
Early child development (daycare and aftercare centres) 146 11 129 6 0 15 131 0
Centres for persons with disabilities 287 76 186 25 0 38 249 15
Centres for persons with substance dependence 64 21 39 4 0 13 51 2
Magdalena Home Counselling Centre 12 8 3 1 0 1 11 0
Sponsoring bodies 6 6 0 0 0 3 3 0
Management Programme 32 21 11 0 0 3 29 0
TOTAL 3 161 574 2 341 236 10 302 2 859 461
10 | BADISA ANNUAL REPORT 2019 OPPORTUNITIES FOR YOUNG, UNEMPLOYED PEOPLE
Badisa supports initiatives to offer job opportunities to young, unemployed people, affording them a chance to develop their skills.
Working at Badisa is “inspiring and motivating”
Alexander MacDonald did his internship in the Management Programme. He wrote the following about his experience: “My experience thus far at Badisa has been positive overall! I have learned so much during the past months. Things I thought I would not be able to master, have been mastered. Every assignment has been a learning experience. This has allowed me to get to know Badisa quite well. Every assignment I have worked on, every meeting I have sat in and all the information I have absorbed have broadened my scope and contributed well to my studies through Unisa. As a marketing intern at Badisa, I have tackled interesting and important tasks. These assignments have improved my confidence and strengthened my work ethic. My communication skills were improved by contacting all Badisa’s programmes to update their information on the website. Badisa’s outreach to the youth through marketing and fundraising will help many young adults. Most youngsters do not know what Badisa is. That is why exposure to the organisation and the distribution of information are important. They are getting to know Badisa through social media. I feel we are increasingly exposing Badisa to the youth in a positive way! I have also brushed up on my administrative skills to deliver quality work. This has challenged me to Great innovation improve my work etiquette and to do better with each only happens new task. The most rewarding experience thus far has been when people aren’t the opportunity to write an article for the Thursdays afraid to do things in Black movement. Having this chance to prove myself through writing is preparing me for bigger differently. assignments. Georg Cantor Working at Badisa has been an inspiring and motivating experience!”
11 The technological era allows organisations like Badisa to implement innovative ideas. During the past year, our administration team has worked tirelessly to put systems into place and to improve our communication, time management and efficiency. Most of our documents, statistics and Management Board records are now electronically available on Google Drive. Information is automatically linked to online platforms, which allows the management team to pick up possible red flags and to improve on effectiveness. We have been using a new platform for e-mails during the past year. This platform delivers valuable data to “The ambiance and warm welcome the team, and ensures that all the I have received from the staff at programmes and board members receive our communication. The Badisa’s Management Programme team often investigates new was amazing and life-changing. applications (apps) and platforms There are no words to express what I to support and empower our programmes. felt. It is certainly a feeling that I have Badisa’s Management Programme longed for, for so long.” provides career development and work opportunities for young New employee students to work as interns. We are part of a passionate, professional and supportive team that is changing the world, one project at a Be Badisa Brave – Badisa time. This team allows young adults Management Programme’s the space to grow. Youth influence in the organisation Administration is a winning team! has allowed social media to become one of our main avenues Every year around the time of Badisa’s Annual General of information dissemination. Meeting, when learning about the difference that the Keeping Badisa’s website, Facebook organisation’s volunteers and personnel have been page and newsletters updated is making during the past year, the administration team at benefitting the organisation in a Badisa’s Management Programme feels content knowing that this is where they want to be. The admin team has positive way. Writing articles that great appreciation for the management members of inspire the youth and creating each programme, as well as the management group. campaigns that spread awareness To be part of a team that has so much passion, drive, help us to attract a broader support enthusiasm and integrity gives us, as individuals, a sense structure. of belonging. These attributes shine through in every This organisation is certainly an engagement, whether connecting with someone in the employer of choice for us. We could office or simply answering the phone. not have asked for better mentors Even though we do not work directly with clients every than every single person on the day, we hear about their joys and sorrows through the management team. Our experience other Badisa programmes. These testimonies allow the at Badisa has shaped us into the admin team to realise that we should always be grateful people we are now, putting us on a for the love and care that we receive from our own road of encouragement. Waking up families and friends. Therefore, we are reminded on a every morning to come to work is a continuous basis that we must help where we can. This, blessing. We are grateful to be part in turn, gives others hope that there are still people who of this family and to be in service care in this dark and confused world. of Badisa.
12 | BADISA ANNUAL REPORT 2019 SERVICE DELIVERY: OLDER PERSONS
The world population is becoming older.
According to the United Nations, there are million people. The South African currently about 700 million people over the findings of the revision of the UN’s age of 60. The UN predicts that, by 2050, this World Population Prospects are that the proportion of the over 60s will will increase to about 2 billion people over the increase from 8.7% in 2015 to 17.5% in age of 60. It is also predicted that Africa will 2050 and 34.6% in 2100. One major experience the largest proportionate growth. contributing factor to this increase in the older population is that life The World Health Organization (WHO) declared a expectancy at birth will increase Decade of Healthy Ageing from 2020 to 2030, which is from 57.1 between 2010 and 2015 to aligned with the Sustainable Development Goals (SDGs). 68.2 between 2045 and 2050, and Healthy ageing is defined by the WHO as the process of 77.6 between 2095 and 2100. developing and maintaining the functional ability that enables wellbeing in older age. The commitment to the Every year, 1 October is celebrated SDGs is described as: as International Day of Older Persons. This day was instituted • Fostering healthy ageing, and by the United Nations General • Making concerted efforts to formulate evidence- Assembly in 1990. In 2018, the based policies across all sectors that strengthen the theme was Celebrating Older ability of older persons. Human Rights Champions. The According to WHO’s World Report on Ageing and Health, purpose of this day is to celebrate the proportion of South Africa’s population aged 60 and the ongoing contribution made older will double from 7.7% to 15.4% between 2015 and by older persons and to create 2050. To make this more tangible, the more than 4 million awareness of their challenges and people aged 60 years and older will increase to about 10 opportunities.
13 This year, South Africa will observe Older Persons Badisa, in understanding its Week from 30 September to 6 October, and the missionary mandate, already took a theme will be as provided by the UN. The messages bold step in 2018 by organising an from government are: Older Persons Indaba to start paving the way for the re-alignment of its • Older persons enjoy all the rights enshrined in vision and service delivery response. the Constitution, particularly the right to have Managers, nursing staff and board their dignity respected. members of Badisa’s Older Persons • The Constitution establishes a society based Programmes were invited to the on democratic values, social justice and Indaba. Various other role players, fundamental human rights, and seeks to improve including the Department of the quality of life of all. Social Development, participated • The Older Persons Act supplements the and supported the initiative from constitutional rights as it contains provisions to Badisa. It was clear that it cannot be improve the lives of older South Africans. business as usual, and that further work is needed to take the process Responding to our demographic reality, former forward. State President Nelson Mandela guided and Residential facilities will have to empowered us when he said the following: re-position themselves in order to cater for more frail older persons A society that does not value its older people and people with dementia (like denies its roots and endangers its future. Let Alzheimers and vascular dementia). us strive to enhance their capacity to support It was also clear that community- themselves for as long as possible and, when they based services, such as home-based care, will have to be strengthened. cannot do so anymore, to care for them. In fact, it calls for a fresh approach and the development of a basket of community-based services. A critical data analysis will be performed to inform the process. Three task teams were appointed to explore the way forward regarding service delivery in residential facilities and community- based services (including service centres for the aged), and to develop guidelines for minimum norms and standards according to the Act for Older Persons (Act 13 of 2006). These processes are ongoing and will culminate in the revised Badisa vision and service delivery strategy.
Badisa welcomed Sister Christelle Klopper to the middle management team on 1 December 2018. Christelle’s role is to focus on the standardisation of the care provided at the residential facilities, and to offer support and practice guidance to our nursing staff and caregivers. This initiative has already made a substantial difference at various homes. It will now be rolled out to other facilities.
14 | BADISA ANNUAL REPORT 2019 SERVICE DELIVERY: PERSONS WITH DISABILITIES
Globally, people with disabilities South Africa ratified the Convention on the Rights are marginalised and excluded of Persons with Disabilities in 2007. Badisa will, in the spirit of this document, develop future strategies from full participation in for services to persons with disabilities. We support society. In South Africa, people the paradigm shift to move from an approach where with disabilities face multiple persons with disabilities were considered objects of forms of discrimination in charity, social protection and medical treatment to where they are regarded as subjects of human rights, various social spheres. This able to make decisions about life and the future, and discrimination includes a lack of claim rights on their own behalf: access to health care services, • Persons with disabilities are no longer regarded as employment and education. an object to be fixed through medical treatment but a subject of rights with choices as to how they Badisa’s services to people with want to live and what treatment, if any, they wish disabilities include: to use. • Counselling and referral via social • Persons with disabilities are no longer regarded as workers objects of charity or social welfare – a burden on society. Instead, they are seen as active members • Home-based care of society with something to contribute to society. • Daycare • Persons with disabilities have avenues to defend • Skills development and economic their rights (such as complaints mechanisms and empowerment rights advocacy) and to change society so that • Residential care. society becomes more abling.
Optimism is an essential ingredient of innovation.
15 “Nothing Innovation for the Blind appoints about us first woman as head in 138 years without us” Innovation for the Blind, previously known as the Institute for the Blind, has been providing comprehensive services The Alta du Toit to visually and multiple disabled persons since 1881. The Aftercare Centre caters organisation recently welcomed the first female chief executive for residential and in its history. Stephné Botha (35) took up this role on 1 March daycare clients. These 2019. She explains her future vision for this organisation: two groups of clients When I joined Innovation for the Blind nine years ago, I are accommodated with wrongly thought I was here to make a difference. In reality, this huge compassion, and remarkable organisation has had a much bigger impact on me they are cared for mainly than the other way round. These proud old buildings represent in the Training Centre, something constant in a rapidly changing environment, and Therapeutic Division walking down these passages I experience something of the and SVE divisions. The amazing vision of Rev Murray and Rev Rabie. Training Centre is the Innovation for the Blind had to face significant challenges pride of the centre. This during the past year, which strengthened us as organisation. is where clients’ existing The Innovation team feels up to this because we work together skills are amplified and as a team and we believe in what we do. Helen Keller said it so applied while they also well: “Alone we can do so little, but together we can do so much.” acquire new skills. The Training Centre’s staff Looking at the future, I see an organisation building on our are doing an excellent proud Christian character and rendering exceptional services job, taking care of clients to people with visual disabilities. Taking care of each occupant will always be our priority. However, their development with such compassion needs are as important. That is why I am so proud of all our and patience. Everyone is therapeutic and vocationally focused training programmes encouraged to contribute that have been established to replace our industries. towards the Training Centre’s outputs. Services previously outsourced are now rendered internally. This includes our gardening team and maintenance team Various projects were where sight-impaired employees take care of our gardens and implemented during the do maintenance work together with our staff. course of the year. This includes packing goodie In 2017 we started with our own laundry. This project offers job bags, which always leads opportunities while generating an income at the same time. We are proud of the good service we render internally and to the public. to great excitement. For example, we have packed Sight-impaired employees have been producing quality metal goodie bags for five major products in the metal workshop since 1936. These products are sports events. Among doing well in the competitive corporate market. others, we packed 35 000 In our coffee packaging division, people with visual and gift bags for the Cape additional disabilities package coffee with the greatest care. Town Cycling Marathon Our range of coffees is also available at DisChem in Worcester and delivered them in and Shoprite outlets in the Western Cape. time. Nine other suppliers also use Alta du Toit’s The creative division is working on various projects. Among services. The clients others, they package letters, produce items from woven fabrics and wicker work, clean droppers and stuff cushions. All these and staff of the Training projects are handled per order. Centre find enormous pleasure in knowing that Stimulation is important to everyone. That is why we offer a the quality of their work range of skills development initiatives – including our internal allows them to compete in radio station, a massage centre, training in English and braille, the open labour market. computer training, music and sports activities. The Therapeutic Group is We would like to see our organisation become a resource for a unique group at the Alta a wider group of people with visual disabilities by creating du Toit Aftercare Centre. opportunities for training and innovative job opportunities They cover coat hangers in the open labour market. As a proud partner, Innovation for the Blind can make bigger and better opportunities possible in and make door stoppers collaboration with other organisations. and gift bags. Our clients can be proud of the quality We invite you to join our circle of friends – either as a volunteer products we deliver. or proud ambassador!
16 | BADISA ANNUAL REPORT 2019 New life, new beginning ! Set free to live.
SERVICE DELIVERY: SUBSTANCE USE
Badisa provides various treatment options based on the assessment of the client’s individual needs. Evidence- based treatment is offered or supervised by trained professionals.
Badisa is committed to offering high- quality services. Seven therapists have completed the Postgraduate Diploma in Addiction Care. Five therapists have enrolled for the course while three therapists are working on their Master’s degrees in substance dependence.
17 Badisa’s substance-use services
Inpatient treatment
Patient total for 2018-2019 » 858
Toevlug Centre, Worcester Ramot Centre, Parow
Adults: Male and female Male and female
Youth: Male 13 to 18 years
Residential treatment service consisting of detoxification and a intensive 5-week programme rendered by a multidisciplinary team
Outpatient treatment
Patient total for 2018-2019 » 74
Toevlug Centre, Worcester
Adults: Male and female
Youth: Male and female 13–18 years
Holistic non-residential programme rendered from a treatment centre over 8 weeks while still being integrated in school/work and the community
Community-based treatment
Patient total for 2018-2019 » 235
Badisa Rawsonville | Badisa Koue Bokkeveld | Badisa Wolseley | Badisa Beaufort West
Holistic, non-residential programme over 8 weeks provided to service users while they remain within their families and communities. Services are rendered by Toevlug in cooperation with the local Badisa programme.
Prevention and early intervention
Patient total for 2018-2019 » 2 811
Abba, Stellenbosch | Ramot, Toevlug Centre | Other community-based treatment settings
Services are aimed at preventing the onset of substance use, and identifying and treating substance abuse prior to the onset of overt symptoms associated with dependency on substances. Services include individual sessions, International Drug Awareness Day, radio discussions, exhibitions, information sessions and newsletters.
After-care and reintegration services
Patient total for 2018-2019 » 3 041
Ramot | Toevlug Centre | Abba | Community-based settings
Services include support groups, follow-up appointments and family interventions as well as ongoing professional support to service users after a formal treatment period has ended, enabling them to maintain sobriety or abstinence and to reintegrate back into society and their families.
18 | BADISA ANNUAL REPORT 2019 A new life, a new beginning Relapse,
Ramot’s logo is a figure with leaves growing from recovery and its hands. Talking to Johannes Janse van Rensburg, manager of Ramot Centre, about the meaning of the everything in logo, he starts off by telling the story of Piet Naudé: between When the monsoon rains came, an old man started to dig holes in his garden. Intrigued, his neighbour asked, Why is addiction classified as a “What are you doing?” “I’m going to plant some mango chronic disease, yet people still trees,” the old man answered. “Pardon me, but do you think it is a moral failing or that really think you will still be able to eat of the mangoes “addicts” have chosen this way from the trees?” the neighbour asked. “I mean, you have of life? seen many summers and these trees grow slowly.” “No, obviously, I don’t think I’ll get to eat any of these Addiction is hard to explain, mangoes,” the old man said. “But I do believe others quite complex actually. It’s like will. I realise that my whole life I’ve been eating mangoes I cannot trust my mind even from trees planted by others. It’s not too late to show my though I have gone to hell and gratitude. That’s why I would like to leave behind some back because of it. My brain still fruit trees.” has the ability to manipulate me into thinking this time it will Trees are things that grow, things that we can leave be different. Or that if I smoke behind for others. Trees can have deep roots. Trees can it instead of injecting it, I will be offer shelter and shade, and provide oxygen. There are able to control it. different seasons: leaves fall off and blossoms appear. Trees need water and sometimes even insecticide. We I end up in the darkest of places: would like to give our patients and their families renewed mentally, emotionally and hope. To quote Dean Dauphinais: “Recovery is an ongoing spiritually, asking myself: How process, for both the addict and his or her family. In did this happen? The answer: recovery, there is hope. And hope is a wonderful thing.” My brain has sold me another Substance dependence is a family disease. One person lie and I have dismally fallen is dependent, but the whole family suffers from this. for it. We would like to end the stigma surrounding substance dependence. Have you ever heard someone telling a cancer patient, “Pull yourself together!”? How can I crave something that has caused so much Substance dependence is a disease, a chronic condition destruction and pain, not only that can be treated and, if possible, be prevented. to myself but to so many others? Ramot offers over 50 years of experience and expertise Unfortunately, my brain has in treating dependency. Patients are well looked after been re-wired. So it tells me and are treated by people who care. The centre follows that drugs are what I need to a multidisciplinary treatment programme based on survive. This gives me the best scientific research and implemented by specialised staff dopamine reward. I live in a members. The main objective is to enable patients to body where I can’t trust my recover physically, psychologically and spiritually in order brain – a vital organ. to function optimally according to their actual potential. A distinguishing characteristic of the programme is the Being an addict was never one intensive individual attention given to each patient. of my dreams growing up; it Ramot is the proud winner of the Readers’ Choice is not something I planned to Award of the Afrikaans newspaper Die Burger. become one day. I don’t think anyone plans for this to happen! I made a mistake at the age of 16 trying out my drug of choice. If anyone had told me The real work of that by the age of 32 I would social innovation be receiving treatment in my twelfth rehabilitation centre, I is to fix our broken would not have believed them. human systems. I have lost countless jobs and loved ones (family and friends). Cheryl Heller Sitting in the here and now, I would have said NO to trying out my first drug.
19 SERVICE DELIVERY: EARLY CHILDHOOD DEVELOPMENT
According to research conducted by James Heckman, professor in Common Good, 43% of children younger Economics at the University of than five in countries with low to middle- Chicago, Nobel Prize winner and expert in the economics of class income have a higher risk of not human development, undertook reaching their potential due to stunting pioneering work on ECD. He led a or exposure to extreme poverty. In South team of economists, development Africa, more than 1.8 million young children psychologists, sociologists, live in households where nobody has a job. statisticians and neuroscientists in this regard. Their research showed Intervening as soon as possible and investing in early that quality ECD significantly childhood development (ECD) can render life-long impacts health and economic and results. It is more cost-effective to invest in positive social outcomes for individuals brain development earlier on than to provide remedial as well as society. According to treatment afterwards. Heckman, ECD can lead to the following: better equality among Children exposed to continued poverty during the first years of their life can suffer from impaired cognitive people, better education and health, functioning. Young children need the essential building a stronger economy, and a better blocks of love, nutrition, security and stimulation. Positive society with less crime and public interaction and a trusted relationship between the child violence and more social cohesion and caregiver help the child to acquire social skills and (see www.heckmanequation.org). biological stress management systems later in life. This is good news as there are Each child needs at least one loving, stable and simple things that all of us can do to responsive relationship with an adult carer. Each carer, in support ECD in order to contribute turn, needs a supportive and empowering environment. to long-term change in South Africa.
20 | BADISA ANNUAL REPORT 2019 Nie één mag agterbly nie! Danksy Little Seeds - ’n inisiatief van Diaconia en Badisa - is daar nou hoop vir sowat 5 miljoen kinders jonger as 5 jaar. Little Seeds gebruik liefde, sekuriteit, voeding en stimulasie om die intellektuele en fisiese voordele van vroeëkindontwikkeling vir dié kinders toeganklik te maak. Dit word saam met gemeentes van die kinders en gemeenskappe gedoen. 50% in Suid-Afrika Maak VANDAG die deur oop sodat elke kind bereik nie hul volle potensiaal in Suid-Afrika toegang kan kry tot goeie nie as gevolg van armoede en voorskoolse ontwikkelingsgeleenthede ongelyke geleenthede. en ’n blink toekoms.
stimulering liefde voeding sekuriteit
www.littleseeds.org.za [email protected] [email protected]
This is why Badisa has prioritised Current programmes in the Diaconia-Badisa early childhood development as collaboration have been combined in a strategy to fight poverty and help comprehensive service offering. This includes: eradicate inequality. One of the strategies of the organisation is • SmartStart (franchise model) to establish to enhance its service offering playgroups for children aged 3 to 5 years with and adopt a comprehensive a financing model included (previously a product development approach by of Diaconia) entering into partnerships. Closer • The home mother programme: Boxes for Babies cooperation between Diaconia, (0-2 years) and Boxes for Little Ones (3-5 years) a service group of the Dutch Reformed Church (Western Cape) (previously a product of Badisa) and Uniting Reformed Church • Read for Fun groups (2-9 years) in collaboration (Cape), and Badisa was inevitable. with Nal’ibali (previously a product of Diaconia) This led to the establishment of a • Registration and management of ECD centres brand new ECD programme jointly (previously a service offered by Badisa). implemented by Diaconia and Badisa. The ECD unit Little Seeds was launched in May 2019. Little Seeds is a comprehensive one-stop service aimed at early childhood development. Prevention The programmes currently render services in the and early intervention form the following geographical areas, with expectations of primary approach to this service. The expanding their services: target group of the current services • SmartStart: Kakamas, Citrusdal, Darling, rendered by Diaconia and Badisa is Koringberg, Paarl, Wellington, Rawsonville, De children up to five years of age. Doorns, Touws River, Laingsburg, Oudtshoorn, Diaconia focuses on the Mossel Bay, Riversdal, Heidelberg and Kuils River congregational diaconate, while Badisa’s services are managed • Nal’ibali: 21 communities, 11 DR/UR churches: from a community development Grabouw, Bellville, Sutherland, Elsies River, perspective. Together, they form Fisantekraal, Oudtshoorn, Klapmuts, De Doorns, a solid platform to unlock the Citrusdal, Ceres (Op die Berg), Rawsonville, Atlantis, capacity of the church and make Delft, Herold, Leeu-Gamka, Ceres and Koringberg service delivery more sustainable and specialised. Badisa’s footprint • Badisa programmes: Beaufort West, is enhanced by the joint service Bellville, Caledon, Ceres, Clanwilliam, offering of Little Seeds. Badisa’s Colesberg, De Doorns, Eendekuil, Elsies River, services will no longer be limited to George, Hartenbos, Koue Bokkeveld, Kuils the geographical areas in which its River, Malmesbury, Piketberg, Porterville, programmes are offered. Instead, Riviersonderend, Saron, Strand, Stilbaai, with ECD it can now join the church Tygerberg, Vasco, Vanrhynsdorp, West Coast, wherever there is a congregation. Wolseley, Wynberg and Leeuwenkuil farms.
21 The focus and objectives of the various programmes are as follows: Home-based care/ SmartStart development: SmartStart currently has 204 facilitators (franchise • Training of facilitators holders) rendering services to 1 900 children. These services include: • Training of and support to day mothers • Offering an early childhood development • Stimulation and development of programme to children aged 3 to 5 years pre-school children 0-5 years • Rendering services to a network of licensed • Creating a safe haven for children facilitators (franchise holders) while their parents are working • Rendering support services to facilitators • Creating an environment in • Enhancing the role of parents as key role players in which play and being a child are the development of children encouraged • Enhancing the importance of play within the • Boxes for Babies (resources for framework of a standardised day programme as the children 0-3 years) most successful way for children to learn, grow and • Boxes for Little Ones (resources develop for children 3-5 years) • Implementing the programme based on various • Daily lessons for the service delivery models (playgroups, day mothers or development of young children ECD centres) • Provision of food • Monitoring, assessing and guiding the facilitators on an ongoing basis. • Parental guidance and support
Registered Read for Fun groups in early childhood partnership with Nal’ibali development centres Reading forms the foundation of learning. Reading groups offer an accessible way to become involved and aftercare centres with children. Reading group facilitators receive basic training in order to read to some 10 children • Offering affordable daycare once a week. The format in which these reading and aftercare to children whose sessions is offered creates opportunities for the parents are working following: • Handling children with love and compassion, and referring them for • Gaining access to appropriate reading material specialised assistance, if required in the child’s mother tongue • Developing children through • Modelling and unlocking reading, writing and quality stimulation programmes story-telling skills and a story-telling culture aimed at preparing them for through enriching language, identifying formal school education emotions, understanding and comparing numbers, adopting a positive approach to life • Taking care of children and and building relationships. keeping them safe while their parents are at work Currently, the 163 active reading groups are • Ensuring healthier children by facilitated via the DR of UR congregations, a providing them with nutritious number of Badisa programmes and the ECD meals centres.
Taking care of our customers for 35 years! Donovan Beck C 083 357 5104 | T 021 559 1605 | E [email protected] www.facebook.com/CopytypeDocumentSolutions
22 | BADISA ANNUAL REPORT 2019 STORIES OF HOPE
What does it mean to be a day mother? Boniswa Papu from the Joe Slovo Informal Settlement, Riviersonderend, explains: We in Joe Slovo always felt as if we have achieved nothing and that we What does it mean to be a day mother were not really part of the community. (or day father)? Diro Wynand from When Ms Hermanus and Mr Johnson Rheenen explains: started to work in Riviersonderend, they made us in Joe Slovo part of It has always been my passion to work with pre- everything. They saw our suffering school children and to stimulate them to become and really made a difference in the school-ready. I really feel as if I have been called to lives of our people. make a positive difference in the lives of our farm children. There are no daycare centres in our area. As In Joe Slovo, lots of children are a result, pre-school children from farms enter Grade 1 wandering about. They do not attend with a huge handicap. school and they have no caregivers. The parents need to work, and there is The home programme offers our children the little or no support for their children. opportunity to get ready for school and to overcome Often, the children have to go without challenges. For example, there was one child who food until the evening when their was uncontrollable and showed no progress. Ms parents get home from work. Hermanus’s training enabled me to refer the little boy to doctors who could diagnose his fetal alcohol The home-care programme was syndrome and hearing problems. He could then implemented, and I became one receive help even before going to school. As a carer, of the first home mothers on the I have been shown how to provide for his needs and programme. For us, this was like how to stimulate him appropriately. help from heaven. Our children are safe during the day and they receive This programme really changed lives and the necessary skills or stimulation encouraged me to do my ECD training at Boland to become school-ready. They also College. (Unfortunately, I had to terminate my receive a healthy meal every day. Our studies due to financial challenges.) The programme children now have a chance to live a was really empowering. I also learnt a lot through good life! Badisa’s training and information sessions. During the holidays, I could also help with the older children’s I get more respect from the holiday programmes. community as a result of the work I do with their children. It is such an For our pre-school children, this programme offers honour for me to feel that I am part an equal chance to become school-ready. I believe the of the good changes in our children’s programme also offers our children a better chance to lives. For the first time, I also received complete their school careers. training. It made me feel like someone Willem se Speelplek: This SmartStart facilitator my own children can be proud of. in Laingsburg offers a programme for young children A huge thank you to Badisa for what in the mornings and an aftercare service to primary you are doing for us and our children school children in the afternoons. See https://www. – God bless. youtube.com/watch?v=YfadmqWKVAU
23 SERVICE DELIVERY TO CHILDREN AND FAMILIES: CHILD PROTECTION
According to the latest statistics, there are 18.6 million children in South Africa, of which 56% come from households living below the poverty line. Poverty-stricken people have limited funds to buy healthy food and provide sufficient shelter to their children. In many instances, they also have limited access to health and education facilities.
It would then be realistic to conclude that half of South Africa’s children are potentially subjected to insufficient nutrition, which has a direct impact on their ability to develop optimally on an educational level. To confirm this, it is indicated that 27% of children under five years of age are stunted, a sign of chronic malnutrition. Children start their educational careers with severe developmental delays. What’s more, 58% of our children struggle to read fluently. Also, 50% of the children in South Africa are subjected to a form of violence. Maltreatment of children is a common practice if one realises that 42% of our children are neglected or abused. Physical abuse against children is as high as 34.8%, and three children are murdered every day. The well-being of the children in South Africa is severely compromised and in dire need of urgent intervention on many levels. Badisa understands the impact that poverty, violence, crime, unemployment, isolation and insufficient resources have on the well-being of children. Badisa also understands how challenging parenting can be to parents and caregivers under these circumstances. With this in mind, Badisa formulated a Child Protection Strategy to focus services and resources and to render a holistic and integrated service to children in need. Badisa therefore focuses on the care and safety (protection) of children to reduce risks and strengthen protective factors.
24 | BADISA ANNUAL REPORT 2019 Our objectives
CARE encapsulates various aspects of enhancing and protecting the well-being of a child. It implicates sufficient nutrition, adequate living conditions, access to all forms of education and encouragement to reach their full potential. It also includes protecting children from harm and exploitation, respecting children’s rights, developing their sense of responsibility, providing discipline in a humane manner from which children can learn and grow, and guiding children to make their own decisions based on their age and level of maturity. Badisa is fully aware of the challenges of parenting in the South African context and wants to invest in parents and caregivers with options and possibilities to enhance care on all levels.
On a micro level, Badisa wants In communities, this will be done through programmes parents and caregivers to love and focused on the following: nurture their children. If parents • Enhancing strong community leadership and have challenges on any level of involvement in the collective care responsibilities of care they may approach Badisa communities for intervention, support and assistance. Although Badisa will not • Supporting communities with the development of be able to solve all problems, the ECD, aftercare and other care programmes organisation has committed itself • Providing holiday and life skills development to enhance access to resources, programmes in communities and schools strengthen parental capabilities, • Providing moral regeneration programmes and provide parents and caregivers • Assisting communities to access services with options to help solve care challenges. • Providing information on health and nutrition for children In families, this implies the development of parental capabilities On a macro level, Badisa contributes by interacting with with emphasis on the following: government and role players (the two churches) on a provincial level on the following topics: • Healthy communication styles between family members • Helping parents and caregivers to access resources in order to enhance parenting on all levels – government • The use of non-violent and and church positive methods of discipline • Bringing services to communities, for example the • The importance of family registration of births cohesion and support • Helping children to access education – many children • Sensitive, affectionate and leave school early in their secondary years and have positive parenting that is age and trouble accessing other forms of education gender appropriate • Providing services to parents and caregivers where • Informing parents and caregivers children present with challenging behaviour or have of children’s needs and special needs. development • The encouragement of close Badisa wants to invest in positive parenting by parents relationships between caregivers and caregivers, and in developing the collective and children parenting and caring for children by communities. Badisa also wants the authorities to commit themselves On a meso level, Badisa wants to to protective parenting of vulnerable children. Badisa enhance the protective capacities will engage with the media on awareness of positive in families and communities to parenting, and will advocate that families continue to be limit the impact of risk factors on the best care option for children. children. Where possible, Badisa will engage with communities to develop an understanding of sufficient child care and the enhancement of their well-being.
25 Safety and protection
To be safe and protected is one of the important rights of children. Children should be protected against abuse, neglect or any form of ill treatment. They should be protected from exploitation, degradation or exposure to harmful behaviour. The protection and safety of children is firstly the responsibility of the parent or caregiver. However, it is also the responsibility of a community and broader society to help ensure safety in schools, playgrounds, churches and other communal places. Badisa wants children to be safe in their families, communities and in broader society. However, Badisa understands the many reasons why safety structures for children are compromised, leaving children vulnerable in the care of their parents or caregivers, or leaving them destitute in violent situations at home or in communities.
The safe-keeping of children is an communities accept their collective responsibilities in important goal of Badisa, not only keeping their children safe, and Badisa will support as a designated child organisation and enhance this strength in communities. Where but also as a bearer of the values of communities have already implemented safe spaces a faith-based organisation. for children, Badisa will reach out, support and On a micro level, the staff of Badisa strengthen all efforts. Where communities accept their will respond to every report made responsibility but need guidance and advice, Badisa where a child might be in need of will assist with the necessary support. Badisa will invest protection. Where children in any in resource development to assist communities with care situation are exposed to ill the training of volunteers in child protection measures, treatment, Badisa will implement strategies and the development of safe structures. protective measures and intervene Communities are particularly vulnerable to the violence with safety protocols and services. created by gangsterism, and become targets of Initially, all efforts will be directed violence in their efforts to protect children and other towards family preservation. If this community members. fails, alternative care options – such On a macro level, Badisa will engage with role players as temporary safe care, foster care, such as the Department of Social Development, the placement in a CYCC or adoption – South African Police and local government on the safety will be facilitated. of children in vulnerable communities. Government and On a meso level, Badisa will engage civil society need to be reminded of their duty towards with communities to develop and the collective protection of children across all community enhance community-based safety borders. Badisa will also invest in media awareness networks. In most instances, efforts aimed at protecting children.
Vulnerability is the birthplace of innovation, creativity and change.
Brené Brown
26 | BADISA ANNUAL REPORT 2019 Ouma Lena se Kopano’s* journey to new Huis, Stilbaai life – as told by Annemarie
Ouma Lena se Huis is a Fourie programme of Badisa Stilbaai. Based at Melkhoutfontein just In October 2015 a shy nine-year-old Sotho boy was outside Stilbaai, this initiative placed in the care of the Steinthal Children’s Home. His is much more that just another body was covered in bruises and burns. He told us how, aftercare programme. Every at times, he had to flee from his home, sleeping on the month, this facility offers a safe stoeps of strangers until the police intervened. The police haven to 186 children. Various then removed Kopano* from the care of his father and programmes are offered, and stepmother, and arrested the parents. the children also receive healthy His biological mother died before they moved to South meals and shower facilities. Africa. When he talked about his mother, he remembered The programmes include the the blue blanket. He was with his mother, who was Seesterretjie Kids’ Academy, wrapped in a blue blanket when she kissed him one last art activities, Bible studies and time and said goodbye before she passed away. memory games. Kopano loved swimming and playing with cars. The sweet- During the past year, the tempered boy quickly stole our hearts. We spent hours volunteers involved with the in court with him during his parents’ trial. Kopano was homework project and the lovingly encouraged to start talking to his father again. “home schooling” (of learners This was good as his father passed away in 2017 before temporarily expelled from the the court case was finalised. school as a result of defiant Kopano was very lonely after his father died – an orphan behaviour) at Ouma Lena se in South Africa. His dream was to return to his family in Huis have noticed that the Lesotho. And this is how Operation Repatriation started. children are struggling to read. Once a need has been identified We are grateful for the cooperation we received from or a trend has been noticed, it various role players in South Africa and Lesotho can be addressed. to prepare the boy for his return. After months of negotiations, we could happily share the good news with Ouma Lena se Huis is mostly him: “Kopano, you are going home.” run by willing and competent volunteers. Here, we have once On 7 March, Kopano and I boarded an airplane for again seen that the golden Maseru. This was very exciting for him. The closer we got thread running through to Maseru, the more talkative he became. During the flight, everything is God’s grace. I asked him whether he has forgiven his father, upon which One of the volunteers’ sister is he answered positively. none other than Tina Cowley – Then it was time to say goodbye to Kopano. It was an founder of the well-known Tina emotional moment for both of us. After almost four years, Cowley Reading Schools across this young boy once again has a chance at a new life and the country. love among his own people. All that Kopano is taking along Needless to say, all the valuable from his previous life is the memory of a blue blanket, and resources and training required the binoculars he inherited from his father. to start a reading school were We pray the Lord’s blessing upon him wherever he goes. donated to Ouma Lena se Huis. May he be wrapped in a blue blanket of love and look This enabled the 14 volunteers towards a bright future with binoculars of hope. involved in this project to assess *Kopano is not his real name. the reading skills of the Grade 3 and 4 learners of the local primary school. The need is enormous. Now, every Monday to Thursday, 25 children are driven to Ouma Lena se Huis just before the school ends. First, they are given a nutritious plate of food before they start honing their reading skills at the Tina Cowley Reading School. It is an amazing story of hope to enhance the children’s future in a tangible way and to open doors for them..
27 Magdalena Home
Magdalena Home Counselling Centre, a programme of Badisa, has been in existence for 114 years. The centre provides specialised adoption services. The main objectives are to: What does it take • Provide adoption as a permanent and long-term to be a social worker at placement option for children Magdalena Home? • Provide parents with skills to act as responsible parents To be a social worker at Magdalena Home requires a • Address social issues in calling and a commitment that sometimes go beyond all boundaries. the community and raise adoption awareness Counselling a birth mother who made the brave and • Provide specialist guidance selfless decision to give her baby up for adoption, to social workers in the believing that this decision will make it possible for her child to live the purpose that God has for him or bigger organisation her, puts you in the direct path of her raw emotions Adoption services include: and loss as you help her to make sense of it all and heal from this experience. • Counselling of birth parents • Recruitment and screening of Sharing in the journey of a birth mother sometimes feels like standing on holy ground with God entrusting adoptive parents this person to you, showing her His grace and helping • Counselling her to heal. • Information sessions and The social worker is also responsible for matching the community awareness baby with the adoptive parents, who will have the initiatives love to accept this baby as their own and the wisdom • Placement of children to guide this child through his/her life journey, living • Legal procedures in terms of his purpose and understanding the adoption triad. the Children’s Act Social workers also help to find “forever homes” • Aftercare or psycho-social for abandoned babies and adoptable children in support children’s homes and in foster care, which makes every effort and challenge (there are many) within the process worthwhile. Magdalena Home provides services to the Deaf At Magdalena Home we believe that providing a child with permanency within a loving family remains the Community biggest gift to that child. During the past year, a crucial We salute all the safe parents and adoptive parents awareness campaign was aimed who have opened their hearts and homes to a child at the Deaf Community of in need of a “forever home”. We will always be proud Cape Town. The social worker to share in the joys of your child’s success as time presented information sessions unfolds, being part of their new beginning. about adoption, as well as the Stephny du Plessis adoption process. Services to the biological parents as well as the prospective adoption parents led to intense discussions. A total of 120 deaf community members attended the sessions. Optimism is an essential ingredient of innovation.
Robert Noyce
28 | BADISA ANNUAL REPORT 2019 Child and Youth Care Centres
This year, we are proud to say that Mr South Africa 2019, Heinrich Gabler, is a product of Andrew Murray Home, one of Badisa’s five child and youth care centres (CYCCs). But he is not the only success story of our CYCCs. Various other children from these centres have achieved success in society. This raised the following question: To what extent does the impact of service delivery within the CYCCs help the end-product, our children, to develop into well- adjusted and successful young adults in spite of their past circumstances? One of Heinrich’s many comments when referring back to his “children’s home days” is that there was a Child and Youth Care Centre worker who believed in him. He experienced that he was someone with potential, and that love, acceptance, support and making use of opportunities paved the way to success for him. This highlights three key factors, namely the potential of a child, the relationship with and support from the caregiver, and the creation of opportunities for growth and development. This is also the CYCCs’ focal areas of expert service delivery. At the same time we do realise that all the other core areas – such as organisational structure, finances, marketing, fundraising and human resource management – are important as well, as they also contribute to the efficiency of each CYCC as alternative care option for children. During the past year, Andrew Murray Home, as well as the other CYCCs, focused strongly on the preparation of school leavers to enter the adult world and on their development as leaders. Over and above the normal programme for school leavers, another programme titled Winners or Losers was implemented during 2018. This included a breakaway weekend for matrics. The programme focused on: Making peace with your past, identifying your fears and needs, dreaming, living your future and leveraging your potential. Based on the internal study policy, three of the four matrics from The challenge in all the CYCCs 2018 could register for further studies at a well-known remains the appointment and tertiary education institution. They took advantage of development of child and youth this opportunity. care workers who do not always realise their impact on a child’s The leadership development of members of the life. Over and above the necessary Children’s Forum, which according to legislation must training and registration with be representative of the children and must form part the professional board, child of the governing body of each CYCC, offers another care work requires much more opportunity to develop the children’s potential. than knowledge and skills. This Character development and the embedding of the includes the development, support, Christian values such as caring for one another, stimulation and education of each reliability, respect, responsibility, justice and faith form child with whom they are working, part of this leadership development programme. By and a professional responsibility building a group with strong leadership skills and the to understand, assess, accept and ability to serve as role models, it becomes possible to guide these unsettled children who guide the rest of the children towards a more positive often display challenging behaviour. attitude and to create an environment in which growth These child and youth care workers and development can take place. are people with a heart and passion.
29 Durbanville Children’s Home and Badisa greet Rudolf Bezuidenhout
Rudolf was head of the Durbanville Children’s Home for the past 10 years. He unexpectedly died of a heart attack on 10 May 2019. Johanna Strauss, Manager: Marketing, wrote the following:
“I was busy on my computer when she entered my office, wearing sports shorts and a bright T-shirt. This was the first time she has ever entered my office. She stands very close to me, peeping over my shoulder at the computer screen. She asks me: “Do you miss Uncle Rudolf?” I am caught off guard, but answer her: “Of course I miss him.” She starts looking in the box with the promotional material on my desk. I pluck up the courage and ask her: “What do you miss about Uncle Rudolf?” The answer comes quickly: “Everything! I miss his smile and that he always made time to speak to me.” What a wonderful legacy Rudolf left behind in each of our children’s lives. His death leaves a huge void, but he will live on in our children’s stories.
Herberg Children’s Home celebrates its 100- year anniversary
5 February 1919 to 5 February 2019 On 5 February 1919, the Land of Waveren (Tulbagh) decided to establish a children’s home as a result of all the orphans left behind after the countrywide flu epidemic of 1918. A total of 11 children were taken in and given care and protection in a private home in White Street, Robertson. Soon, they needed bigger premises, and in 1920 a total of 60 children moved into a new building. In 1956 a bigger dream became a reality when a piece of land that the Herberg had obtained in the meantime and that consisted of the farm Rooihoogte of 4 morgen, was exchanged for 8 morgen of land belonging to the municipality. This land was adjacent to the Herberg premises at the time, and today still forms part of the Herberg Child and Youth Care Centre in 2 Van Zyl Street. The apricot trees initially planted on the land were replaced with wine grapes in 2002. Meanwhile, the old building became inefficient. A new building was built in collaboration with the former Department of Health, Welfare and Pensions. On 9 May 1980 the new building was transferred to the Dutch Reformed Church of South Africa to keep in trust on behalf of the Herberg. The building can accommodate 122 children. The Child and Youth Care Centre offers a comprehensive programme aimed at the total development of each child at the centre. The programmes offered include Master Maths, Readers are Leaders, and the Wise Eye reading programmes. The Butterfly Project focuses on specialist services and sponsors a teacher’s salary at the Unified Class at Robertson Primary School. Over the past 17 years, the Herberg’s own Thunderchild wines grew into one of its biggest sustainable sources of income. This wine is the product of the community of Robertson taking hands and making a dream come true. They help to ensure that high-quality wines are produced with great commitment and they market Thunderchild all over the world.
30 | BADISA ANNUAL REPORT 2019 Durbanville Children’s Home celebrates its 100-year anniversary in Durbanville
On 2 July this year, the Durbanville Children’s Home In 2006, the Andrag Family Trust celebrated its 100-year anniversary as haven for donated a satellite house to the neglected and orphaned children. children’s home. Ten children are taken care of in this home, which is The children’s home is also celebrating the involvement seen as an extension of the services of 168 volunteers from the community who are currently of the children’s home. This is how serving the institution. It is thanks to their unselfish services are brought closer to service that this milestone could be achieved, writes communities in need. Johanna Strauss, Manager: Marketing. Strauss said that the children’s More than a 100 years ago, two Sunday school teachers home experienced “exceptional and friends, Elizabeth de Wet and Lizzie White (later growth” during the past ten years. Bosch), were very concerned about all the neglected In 2009, the children’s home won an children in Cape Town. This is how the Kinder Zendinghuis international award for the way in (Children’s Missionary Home) in Breda Street, Cape Town, which our volunteers are integrated opened its doors to six children on 1 April 1899. into its programmes. The words of Psalm 27:10 (KJV), “When my father The children’s home also has an and my mother forsake me, then the LORD will take early childhood development unit, me up”, were unveiled with the stone-laying of Kinder an occupational therapy unit, an Zendinghuis – words that have offered peace of mind to informal school and a gap-year hundreds of children in need of care. home for school leavers. There was a huge need to expand, in particular the The children’s home runs a boys’ section. Nineteen years later, in September 1918, profitable book shop and charity a commission was mandated to search for land for a shop on the premises. In 2017, the children’s home in Durbanville. children’s home also received a In December 2018, the land, known at the time as “Sweet ministerial award for youth care. Home”, and two adjacent plots were bought for 4 100 These highlights were achieved British pounds. The children’s home opened its doors on thanks to the support of the 2 July 1919. Today, it is still the location of the Durbanville Durbanville community. The schools, Children’s Home. parents and children embraced our Since July 1988, the children’s home is operated as 12 children from the start and accepted different housing units compared to the earlier school them as part of their community. hostel model. Every day, 168 local volunteers are helping to take care of the children, In 2001, the Kannabas Unit was established to provide to act as mentors for them, or to run care to 25 children with severe mental and physical the shops. disabilities. However, this unit had to close its doors six years later due to financial challenges. On 28 January 2003, an agreement was signed between the Dutch Reformed Church (Western and Southern Cape) and the Uniting Reformed Church (Cape), leading to the establishment of the joint ministry action Badisa. “This was a significant milestone in the history of the church as well as the children’s home. The children’s home then became one of the Badisa programmes,” Strauss explained.
Build a culture of passionate innovation to keep your organisation young, fun and exciting.
Micheal Kouly
31 STATISTICS OF SERVICE DELIVERY FOR 2018/19
Number of Focus areas beneficiaries
Children and families
Social work offices (prevention, early intervention and statutory processes) 636 876
Aftercare centres 481
Adoption and pregnancy counselling 2 399
Child and youth care centres 628
Early child development (ECD) ECD daycare centre 1 306
Home mother projects 416
Older persons
Homes for older persons: residential accommodation 4 319
Homes for older persons: other services to non-residents, community, home-based care 4 098
Service centres for older persons: number of members 3 345
Social work programmes 2 990
Disabled persons
Centres and sponsoring bodies for persons with disabilities 1 973
Substance dependence
Prevention, aftercare, rehabilitation services (in-patient and out-patient) 7 019
TOTAL 665 850
Notes Statistics for service delivery showed a decline which can be ascribed to the following: • Huis Silwerjare and Bright Lights registered as independent organisations and are no longer part of Badisa. • Three social work offices were closed during the 2018/19 financial year. • All the programmes demarcated their service delivery areas more strongly. The programmes therefore focused on the core business of caring (old-age homes) and child protection (social work offices). More attention was paid to compliance with the minimum norms and standards as determined by the Children’s Act, Older Persons Act, and the Substance Dependence Act. Badisa’s programmes focused more strongly on the quality (depth) of service delivery. • The organisation receives little to no funding for preventative work. Limited financial and other resources forced us to scale down on this aspect of service delivery. • The number of child protection cases requiring individual attention increased significantly. • Gangsterism in the Cape Peninsula and other communities negatively impacted service delivery. Various projects had to be scaled down as a result of unsafe circumstances.
32 | BADISA ANNUAL REPORT 2019 COMMUNICATION, MARKETING AND FUNDRAISING
Communication Marketing
An efficient and modern communication system is Significant progress has been made crucial for a big and diverse organisation such as ours. to develop the Badisa brand and Communication is also critically important to support the establish it within the organisation. current change processes and to establish a culture of unity. It is crucial to market the In 2018, Badisa undertook an internal communication audit. organisation as an excellent service Currently, we are developing a communication strategy provider in the non-profit sector and to enhance the communication culture and mechanisms, as thought leader on social services and the electronic infrastructure in the organisation. The in the areas we serve. proposed communication strategy is aimed at the following: Hence, we focus on the following: • Facilitate corporate synergy in Badisa in order to • The management and promotion unlock the power of meaningful internal alliances. of Badisa’s brand elements on all • Build capacity throughout and implement systems to levels work more efficiently. • A better understanding of the • Improve the internal communication and electronic needs of programmes in terms of infrastructure in the organisation by means of a marketing and fundraising, and strategy, policy and institutional mechanisms. the facilitation of support and • Identify strategic issues in the programme and refer assistance in this regard. these to the management programme. • Help to ensure that Badisa’s staff members (below managerial level) gain a better understanding of the organisation.
33 Rise of a revolution: Thursdays in Black
Thursdays in Black is a global movement against sexual abuse and gender- based violence, which spearheaded a campaign that challenges abuse against women and children all around the world.
During November 2018, Badisa financial years of 2017 and 2018, Badisa Peninsula Social introduced Thursdays in Black to its Services in Elsies River received 170 reported cases on employees. However, the initiative child negligence, and sexual and physical abuse. These are is not new. It started in the 1970s only the reported cases. when Argentinian women wore black sashes in protest of the rape, abuse Lesch expressed her sense that people tend to look for and disappearance of loved ones grand and boisterous gestures to demonstrate their in their homeland. On Thursdays intent. However, with this campaign, the symbolism can they would protest in silence with be striking in its silent but impactful protest. “One can the aim to create awareness and never take away the hurt and pain that a victim of abuse alert the government to what was endured, and we should aim to never belittle anyone’s happening to their friends and experience thereof. What we can do is create awareness, family. The movement has spiked a have open discourse and show our solidarity and support global interest in combatting abuse, through this initiative.” encouraging men, women and The Thursdays in Black campaign has elevated Badisa children to wear black clothing on to a level where various programmes unite and support Thursdays. the initiative. The movement allows Badisa to make an The primary focus of the campaign impact and mobilise an effective revolution that spreads is to challenge situations causing awareness with every passing week. Lesch stated that violence and rape. Individuals can every Thursday she spots people dressed in black and become part of a global movement wearing the pin, expressing a common goal among that empowers victims and gives colleagues. People are putting aside their cultural, racial, a voice to the voiceless. The silent ethnic and religious differences by coming together in yet impactful protest represents support of the campaign in full force. the pain, anger and despair felt Wearing black every Thursday is how Lesch and her by victims and loved ones, and transforms their experiences into colleagues actively promote the campaign. They take political action. pictures and post clear messages in this regard on social networks. For them, it is not only the dress code that Lauren Lesch, a social worker at creates awareness, but also the common belief in the Badisa Peninsula Social Services purpose they share with others every Thursday. and driver of this campaign in the Elsies River community, shared her What started as an act of defiance for women in thoughts on its progress and the Argentina has evolved into a global initiative that gives effect of abuse and violence on their strength and courage to communities across the world. community. Lesch stated that sexual Men, women and children are rising up and saying no and physical abuse has the highest to violence and abuse. Volunteers, like Lesch and her prevalence, but remains vastly colleagues, join the global movement by doing their part under-reported. “Even though this in their communities. Lesch has proven that awareness topic requires continuous discourse, takes on a life of its own and can become a force to be it tends to remain an evil we do reckoned with. This is not just a movement, but a source of not confront in our homes where hope for “a world without rape and violence”. When asked most forms of abuse occur. We aim if she thinks Thursdays in Black is making a difference, to create awareness on various Lesch quoted Mother Theresa: “We know only too well platforms, but it is in our homes that what we are doing is nothing more than a drop in the where I feel the greatest potential for ocean. But if the drop were not there, the ocean would be awareness lies,” she says. During the missing something.”
34 | BADISA ANNUAL REPORT 2019 Fundraising
Financial sustainability remains a concern in the context of Badisa’s core business. Our aim is to renegotiate and reposition fundraising as a function within the organisation for collective bargaining power and better funding. This will involve the following: • Updating the list of projects for which funding needs to be sourced, and aligning these projects with the organisational goals on an ongoing basis • Consulting with programmes, drawing up a funding table and developing best practice • Aligning the fundraising strategy with the ideal organisational strategy and B-BBEE development • Leveraging opportunities to recruit friends / champions for the organisation • Developing systems for the management of donors and recognition to donors • Exploring all potential sources of funding on an ongoing basis • Establishing the BCF NPC as funding instrument for child protection services, internally and externally
Summary of the marketing and fundraising actions of the Badisa programmes for 2018-2019
Number
Fundraising events hosted 488
Number of congregations addressed 210
Donations from individual donors 10 762
Amount raised from individual donors R20,026,066
Grants from businesses, companies, trusts and foundations 1 661
Amount raised from grants from businesses, companies, trusts and foundations R25,005,842
Contributions from churches and congregations (Synodal collections excluded) 652
Income from social initiatives and product sales 63
We sincerely thank the government departments, National Lottery Commission, Community Chest of the Western Cape and Kerk in Actie for your partnership and financial support of Badisa over so many years. Thank you also to all the other churches, businesses, companies, trusts and foundations that have supported us over the past year. A special word of thanks to each individual who has contributed time, expertise and money to Badisa.
35 GOEIE HOOP HOUSING COMPANY
On 14 August 1944, the GHBM is the owner of the buildings from which social welfare Synodal Commission services are rendered, most of them Badisa programmes. The programmes enter into a rental agreement (usually R1 per for Compassionate year) with GHBM and take responsibility for the maintenance Service established of these fixed assets. the Goeie Hoop The company owns 52 properties in the synodal area: Behuisingsmaatskappy (Good Hope Housing Homes for the elderly: 43 Company – GHBM). This company is registered Child and youth care centres: 4 as a Section 21 company Aftercare centres for disabled persons over 18 years: 2 and an incorporated association not for gain. Service centres and housing project for the elderly/sickbay: 1
Social service offices:2 The main purpose of GHBM is the acquisition, building, Loan agreement projects: 23 consisting of 567 contracts provision and maintenance of houses, flats, lodges, homes for the elderly and disabled, Phase 1 of Fynbos Park in Kleinmond was completed during and any other living spaces or the financial year. Phase 2 will be launched soon. accommodation in cities, towns Badisa and GHBM continued to strengthen their or rural areas for all people collaboration. Even though GHBM does not own all the in need of care. This includes premises from which Badisa operates its programmes, people who are elderly, sick, there is a concerted effort to apply existing expertise and frail, disabled, neglected and experience to the benefit of the wider Badisa family and to low-paid, all youths and other provide in the needs of the consumers. workers and young people in Marius Wethmar general. Managing Director: GHBM
36 | BADISA ANNUAL REPORT 2019 FINANCIAL REPORT
Badisa presents the completed financial puzzle to our partners – a puzzle that speaks of an abundance of grace each year, enabling the organisation to make a difference in thousands of South African lives in need.
Could Badisa find the necessary financial resources to provide services to thousands in need? The core question should be: Are there sufficient reserves to continue and even expand these services in the foreseeable future?
Income statement
It is an ongoing challenge for Badisa to generate sufficient funding to assist our neighbours in need. Yet, each year, we look back at what we have achieved with gratitude and humility.
4% 1% Sources of income 2019 4% 1%
Boarding fees and rent 15% Subsidies Donations, bequests and fundraising 47% Special programme income Investment income Contributions DRS and URS 28% Other income
Boarding fees and rent are the largest source of income, representing 47% of total income. Badisa’s strong partnership with government generated a further R158.3 million in subsidy revenue, representing 28% of total revenue. Badisa’s ability to deliver a sustainable service to our clients is highly dependent on the support of our donors who have opened their hearts and wallets with gratitude to others in need. A sincere word of thanks to everyone who contributed to the R83.5 million of income from donations and fundraising activities.
Operational expenditure
Managing operating expenses within the prevailing level of inflation remains a major challenge. In comparison with 2018, the total operating expenses of R531.7 million increased by 7%. Operating expenses mostly comprise of salaries and other staff expenditure, which is typical of the industry. Our staff is the key to successful service delivery to our clients.
37 1%
3% 15% Operational expenditure
Salaries Transport costs
12% Office and administations costs Land and buildings Household expenses 61% 7% 1% Programme expenditures Depreciation
Badisa is grateful to report an operating surplus of R33.6 million (2018: R30.8). After the required capital expenditure and allocations to external programmes, a net surplus of R22.3 million was reported.
Balance sheet
The net surplus generated increased capital and reserves to the substantial amount of R377 million. These reserves mostly consist of investments and cash amounting to R342 million. Accumulating sufficient cash reserves to provide a sustainable service during financially challenging times and funding essential maintenance work is critical for the survival of all Badisa’s programmes. Various Badisa programmes partially depend on the investment income from these reserve funds to finance their service delivery.
2% 4% Capital and reserves 4% 1% per service 6%
Disability care Elderly care 42% Child and youth care Social work Substance dependency
Early childhood development 41% Other
Also see combined income statement and balance sheet on pages 39 and 40 for further details.
38 | BADISA ANNUAL REPORT 2019 Badisa income statement for the year ended 31 March 2019
2019 2018 R R INCOME Boarding fees and rent 267,006,589 245,368,671 Programme income 21,223,487 19,445,767 Donations, fundraising and bequests 83,481,209 79,476,743 Grant: NLDTF 280,634 1,146,563 Recovery of costs and other income 10,608,148 10,784,118 Contributions form DRC and URC 3,463,641 3,426,360 Increase in market value of investments 8,703,677 3,818,250 Interest and dividends received 12,226,960 12,431,332 Subsidies 158,296,674 151,997,071
OPERATING INCOME 565,291,019 527,894,875
EXPENSES Salaries 325,947,969 303,860,892 Transport costs 5,927,172 5,519,463 Office expenses 17,791,250 17,295,521 Land and building costs 62,776,966 56,958,870 Domestic expenses 82,150,973 76,579,891 Programme expenditure 13,616,826 14,103,044 Special services 17,659,589 16,772,036 Depreciation 5,869,177 5,966,461
OPERATING EXPENDITURE 531,739,922 497,056,178
OPERATING SURPLUS FOR THE YEAR 33,551,097 30,838,697 Capital expenditure -7,465,392 -8,338,298 Allocations to external programmes -3,741,271 -7,199,519
NET SURPLUS 22,344,434 15,300,880
39 Badisa balance sheet on 31 March 2019
2019 2018 R R ASSETS
Non-operating assets 381,127,598 362,741,056
Fixed assets 57,647,035 58,899,486
Investments 314,404,262 294,476,621
Loans receivable 9,076,301 9,364,949
Operating assets 43,693,937 40,625,713
Accounts receivable 15,654,255 14,559,586
Inventory 425,140 378,382
Bank balance 27,432,984 25,485,521
Cash in hand 181,558 202,224
424,821,535 403,366,769
EQUITY AND LIABILITIES
Capital and reserves 376,946,540 355,376,082
Retained surplus 147,166,579 145,211,896
Special reserves 227,241,002 207,160,411
Reserves under administration 2,538,959 3,003,775
Non-operating liabilities 195,965 223,250
Loans 195,965 223,250
Operating liabilities 47,679,030 47,767,437
Accounts payable 47,679,030 47,767,437
424,821,535 403,366,769
40 | BADISA ANNUAL REPORT 2019
CONTACT US
Visit the Badisa website at www.badisa.org.za to find out more about the organisation, to subscribe to our monthly e-newsletter, to join our social media groups, to give a donation and/or to volunteer. Telephone: 021 957 7130 E-mail: [email protected] Physical address: 11 Pastorie Street, Marturia Centre, Bellville 7530 Web address: www.badisa.org.za